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Interim director outlines Fish’s 2025 impact and urges continued Scott County support
Summary
Fish’s interim director presented a 2025 snapshot showing roughly $224,000 in revenue, about $196,000 in expenses and about 1,400 people served. She outlined a shift from one-off donations toward mentoring, 30/60/90 follow‑ups and deeper partner coordination, and said Fish would seek to diversify funding if the county’s $45,000 levy allocation were cut.
The nonprofit Fish told Scott County leaders it served roughly 1,400 people in 2025 and filled about $110,000 worth of individual needs via its website and partner network, framing the numbers as evidence of both demand and community generosity.
"The coolest number to see is the 1,400 people that were served in 2025," the presenter said, noting children, back‑to‑school support and Christmas gifts as large categories. The group reported $224,000 in total revenue and about $196,000 in expenses for the year and said most donations routed through its online needs‑posting platform are used directly to fill those needs.
Fish’s interim director (introduced during the meeting as the nonprofit’s interim director) used two client stories to explain a shift in priorities: a 19‑year‑old who received help getting a diploma, clothing and a vehicle and then moved into mentorship and employment; and a pregnant, formerly homeless mother who was connected to housing, medical care and therapy for her son. The presenter argued those kinds of “connect‑the‑dots” interventions require more follow‑up than one‑time gift cards.
Board members and partners urged Fish to expand its relational work and volunteer pathways. The presenter said Fish will reenergize partner meetings as a lunch‑and‑learn to build those volunteer and mentor ties and is moving to a staffing model that uses a part‑time contracted position rather than immediately hiring a second full‑time employee.
County funding came up in questions. A commissioner noted the county allocates $45,000 of levy funds to Fish and asked what would happen if that support ended. The presenter said Fish would try to continue and diversify funding through private grants, sponsorships and fundraising, but emphasized the levy is helpful and the group is pursuing greater self‑sufficiency.
Why it matters: Fish’s presentation framed the nonprofit as a nimble gap‑filler for needs county programs cannot meet—vehicle repairs, immediate clothing, temporary lodging—while signaling a strategic pivot toward mentoring and sustained follow‑up to prevent repeat crisis. County decision‑makers asked for clearer metrics showing what proportion of county‑referred needs are funded by Fish, a request the presenter said she could extract from the website data.
Next steps: Fish said it will provide more targeted data on county‑specific needs served and pursue partnerships and volunteers to support ongoing follow‑up work.
